Comp 1 Assessment Part 2

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Comp 1 – Assessment Part 2 Complexity Leadership Presentation Abdul Sameer Shaik University Of Phoenix MHA: 542: Leading With Authenticity In The Health Sector 09/04/2021 Debi Williams

Current challenges in health care leadership. H ow complexity leadership strategies may be leveraged to resolve one or more of these challenges . Select 1 or 2 health care leadership challenges and map which leadership functions (e.g., operational, entrepreneurial, and enabling) can be used to address them . Create a 10-minute, 7- to 9-slide voice-over - share your proposed path to the solution using the leadership functions identified by Uhl-Bien and Arena. What is complexity? Complexity is transforming entire industries, with many organizations ill prepared to respond to these threats. Leaders, caught in the demands of the moment, drive efficiency and results in the core business, while at the same time new competitors are emerging that can threaten traditional core businesses. The result is that virtually every major industrial sector is facing some form of potential disruption, be it telecom with free calling from WhatsApp, automotive with ridesharing from Uber, or financial services with free trading from RobinHood. Perhaps no one is feeling complexity more strongly than healthcare, where volatile regulatory environments, evolving pay structures, changing patient relationships, and wearable technologies are combining to create tremendous uncertainty with respect to where healthcare will go. As one healthcare CEO describes it: Although we are performing well right now, the decisions I make today are going to affect what happens with our organization in the next few years. If I send us down one path and it doesn’t go that direction, I could be positioning my organization for a situation it can’t get out of. When faced with challenges and the need to make decisions, leaders are trained to jump into management mode and drive control. They are biased toward order. The problem with this is that order is the enemy of adaptability and ordered responses can stifle out the interactive dynamics needed by organizations to respond effectively to complexity. In complex environments, instead of order we need an adaptive response. Adaptive responses resist the pull to order and capitalize on the collective intelligence of groups and networks. Organizations that enable an adaptive response do not turn to a top-down approach. Instead they engage networks and emergence.

Leaders enable adaptive responses by engaging in and creating conditions that feed and fuel emergence. One such condition is information flows. Information flows allow agents to find each other and link up common need, purpose or perspectives around which they can cohere to identify an adaptive response. When information flows are obstructed, e.g., by silos or hierarchical decision-making processes, they inhibit the ability of the organization to be adaptive. This is why so many organizations today are turning to flexible and open office spaces that are designed to enable collaboration and learning by removing assigned desks, increasing traffic flows to promote interaction, and providing spaces and resources for people to come together and create. We need to think of organizations as comprised of two primary systems: an operational system and an entrepreneurial system . Operational systems are found in the formal, bureaucratic organizational structures that push for order, e.g., standardization, alignment, and control. They are responsible for productivity, efficiency, and results. Entrepreneurial systems occur in the informal structures and systems that push for change, e.g., new opportunities, different operating procedures, new products and services, or extension into different business areas. They are responsible for innovation, learning and growth. Nearly all organizations start out entrepreneurial. They use opportunity and innovation to create economic or social value, often by challenging conventional wisdom and practicing disruptive innovation. Consistent with complex adaptive systems, ones that survive have fluid, self-organizing structures that allow them to adapt and change in the face of pressures from their environments. As entrepreneurial startups grow, however, they take on an operational system to convert innovation into repeatable results. The operational system invokes rules and procedures that help them align the desire for innovation with the need for scalable business outcomes. Once operational systems come into play, the two systems go into battle: Operational pushes for rules, regulations, standardization and control, and entrepreneurial pushes for innovation, discovery, experimentation, play and flexibility. Managers are trained to use rules and standard operating procedures to make decisions in the face of conflicting or challenging perspectives, eliminating or reducing adaptive tension in the system. Employees are trained to push decision-making responsibility up, letting managers take care of problems and return the system to status quo. Entrepreneurs typically have a dislike or even disdain for the operational

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